Bill Ackman
speaker
1,217 appearances
6 recordings
6 series
first heard Feb 2024
last heard 3 Jun
Bill Ackman’s voice in public audio — every appearance, attributed to the second.
Trend
recordings per month · last 12 monthsRecordings per month over the last 12 months — 2 in all, peaking in Jun 2026 with 2.
Appearances
And six weeks later, they did what we said. So that's activism, at least an early form of activism. With that kind of under our belt, we had a little more credibility. And now we started to take things and stakes in companies. The media would pay attention. So the media became kind of an important partner.
And, you know, some combination of shame, embarrassment, and opportunity motivated management teams to do the right thing. And then, you know, beyond that, there's certain steps you can take if management is recalcitrant and the shareholders are on your side. But it's a bit like running for office. You've got to get all the constituents to support you and your ideas.
And if they support you and your ideas, you can overthrow, if you will, the board of a company. You bring in new talent and then take over the management of a business. And that's the most extreme form of activism. So that's kind of the early days.
And a lot of the early things that we did were, you know, call it what we call sort of like investment banking activism, where we'd go in and recommend something a good investment bank would have recommended. And if they do it, we make a bunch of money, and then we moved on to the next one.
And then we realized an investment, a company called General Growth, was the first time we took a board seat on a company. And there was some financial restructuring and also an opportunity to improve the operations of the business, sit on the board of a company. And that was one of the best investments we ever made. And we said, okay, we can do more than just be an outside the boardroom investor.
And we can get involved in helping select the right management teams and helping guide the right management teams. And then we've done that over years. And then I would say the last seven years, we haven't had to be an activist. An activist is generally someone who's outside banging on the door, trying to get in.
We're sort of built enough credibility that they open the door and they say, hey, Bill, what ideas do you have? So welcome, would you like to join the board? We're treated differently today than we were in the beginning. And that is, I would say, some people might just call it being an engaged owner.
By the way, that's the way investing was done in the Andrew Carnegie, JP Morgan days, you know, 150 years ago, right? You had these iconic business leaders that would own 20% of US steel. And when things would go wrong, they'd replace the board and the management and fix them. And over time, we went to a world where mutual funds were created like in the 1920s, 30s.
index funds with Vanguard and others. And that all these controlling shareholders would kind of gave their stock to society or their children and multiple generations. And there were no longer kind of controlling owners of businesses or very few. And that led to underperformance and the opportunity for activists over time. And what activism has done, and I think we've helped lead this movement,
is it restored kind of the balance of power between the owners of the business and the managements of the company. And that's been a very good thing for the performance of the U.S. stock market, actually.
Yes. So activists generally never own more than 5% or 10% of a business. So they don't have control. Right. So the way they get influence is they have to convince the other, you know, they have to get to sort of a majority of the other shareholders to support them. And if they can get that kind of support, they can behave almost like a controlling shareholder. And that's how it works.
It is, it is, but you need some thought leaders. So activists are kind of thought leaders because they can spend the time and the money. A retail investor that owns a thousand shares doesn't have the resources or the time. They got a day job. Whereas an activist day job is finding the handful of things where there are opportunities.
Depends who that investor is, but generally I think it's a good thing. And that's why, you know, one of the problems with being CEO of a company today and having a very diversified shareholder base is the kind of short-term, long-term balance. And you have investors who have all different interests in terms of what they want to achieve and when they want it achieved.
And a CEO of a new company, a new CEO of an old company, let's say, hasn't had the chance to develop the credibility to make the kind of longer term decisions and can be stuck in a cycle of being judged on a quarterly basis. And a business, the best businesses are forever assets. And decisions you make now have impact three, four or five years from now.
In order to make, and sometimes there are decisions we make that have the effect of reducing the earnings of a company in the short term, because in the long term, it's going to make the business much more valuable. But sometimes it's hard to have that kind of credibility when you're a new CEO of a company.
So when you have a major owner that's respected by other shareholders sitting on the board saying, hey, the CEO is doing the right thing and making this expensive investment in a new factory. We're spending more money on R&D because we're developing something that's going to pay off over time.
That large owner on the board can help buy the time necessary for management to behave in a longer-term way. And that's, I think, good for all the shareholders.
It could theoretically happen. But again, the activist in your example, which only doesn't own a lot of stock, the shareholder basis today, the biggest shareholders are these index funds that are forever, right? The BlackRock, Vanguard, State Street, their ownership stakes are just at this point only growing because of the inflows of capital they have from shareholders.
So they have to think or they should think very long-term and they're going to be very skeptical of someone coming in with a short-term idea. that drives the stock price up, you know, in the next six months, but impairs the company's long-term ability to compete. And basically that ownership group prevents this kind of activity from really happening.
Yes. And they're very few. I don't really know any short-term activist investors, not ones with credibility.
Showing 781–800 of 1,217 · page 40 of 61
← Previous
Next →